What Can University Presidents Learn from Baseball Hall of Famers About Leadership?
The Athletic, a publication of The New York Times, features daily stories from courts, fields, courses, and pitches around the globe. Recently, it launched a...
The Athletic, a publication of The New York Times, features daily stories from courts, fields, courses, and pitches around the globe. Recently, it launched a new reporting desk called Peak, focused on “leadership, personal development, and success through the lens of sport.”
As the son of a historian who has authored numerous books on the intersection of historical events and sports, I often follow a similar path—exploring leadership lessons through athletics. Naturally, Peak is of immense interest to me.
Following the Major League Baseball Hall of Fame inductions of five remarkable players, Peak published an article on five leadership lessons, each drawn from one of the inductees. I read it with great interest, feeling both inspired and validated, as each lesson touched on key moments in my own leadership journey—not only during my tenure as a university president, but well before I arrived in that office.
Here are the five leadership lessons and their relevance to university leadership:
Billy Wagner: “Obstacles are not roadblocks—they’re stepping stones.”
Becoming a university president is rarely a straight line. The path is filled with challenges, rejections, and emotional highs and lows. On average, an individual applies for nine presidencies before securing their first appointment. That’s a lot of “no’s” to process—and that doesn’t even count the many obstacles along the way.
Presidents must regularly overcome adversity, and the challenges don’t stop once you’re in office. In fact, they often increase in speed and intensity. The mental fortitude required for this role is significant and cannot be overstated.
Dave Parker: “Relationships matter most.”
Presidents must be master relationship-builders—across audiences and over long durations. The presidency is about people. You must build partnerships, seek wisdom from others, and rely on trusted advisors to navigate challenges.
Crucially, the relationships you cultivate aren’t just personal—they represent the university. Solid relationships are your safety net, your compass, and your megaphone.
Dick Allen: “Stay curious.”
Presidents are constantly asked to solve problems and find ways for their institutions to grow. That requires admitting you don’t have all the answers. Too many fall into the trap of “I’m the president, so of course I know…”
The most effective leaders are intellectually curious, always asking questions—even when things are going well. “Why did we have our best fundraising year ever?” “Why did our enrollment increase while our peers declined?” Curiosity is not a weakness; it’s an asset.
CC Sabathia: “Fear is temporary.”
Presidents face a steady stream of unknowns. Fear is natural—but it’s also fleeting. During COVID, many presidents felt uncertain, even afraid, about what lay ahead. But they pressed forward, and their universities achieved real progress.
Higher education is once again in turbulent waters. Channel your fear into focus. Lean on your team. Push through the moment. You will get to the other side.
Ichiro Suzuki: “Pay attention to the small things.”
Presidents often focus on the big-ticket items that draw media attention or board scrutiny. But it’s often the small things that make the biggest difference: a handwritten condolence note, a personally signed letter, or delivering tenure letters in person.
As my mother often reminded me: “The small things can add up to big wins.”
Bonus Lesson from Ichiro: “Take your job seriously—but not yourself.”
This may be the most important leadership rule of all. The office of the president is immense in both scope and visibility. A quote I’ve long comes from Dr. Frank Rhodes, the 9th president of Cornell: valued
“The college presidency is one of the most influential of all positions because the future leaders of the world sit in our classrooms… The academic presidency also is one of the most important of all positions because it is chiefly on the campus that knowledge—the foundation of the future—is created.”
While all eyes are on you, you must remember: you are one individual, holding this position at this moment.
During my career, I served as the 11th, 13th, and 15th president of three universities, each with histories spanning 96, 103, and 133 years, respectively. On average, I served less than 6% of each institution’s existence, and less than one-tenth of its leadership history. Did I make a difference? I believe so. But the role is—and should always be—bigger than any one person.
